Our story

We live in a world where nearly everything runs on software. Yet the experience of producing that software is still plagued by the same issues software has faced for decades: it's hard to plan, it's hard to measure, it's hard to predict.

Does it have to be this way? Our story began with two co-founders looking for answers...

Difficult questions

One may wonder, how come other industries are not facing the same problems as software development does? When you order a pizza online, the experience is incredibly predictable. You can be sure how long it will take. You will also get what you requested.

The comparison to other industries may not be fair - the reason we need software is for it to handle the complexity on our behalf. It is the equivalent of outsourcing the challenging tasks to the software. One could argue that complexity in this industry is inherent and inescapable. Does this mean there is no way to enhance the current state of things?

Facing hard truths

Our co-founders have been working in the software development industry for nearly 15 years. They have begun their careers as developers. Soon they moved up the ranks to lead multiple delivery teams. They became co-owners of a software development company and participated in its growth from just several to over 100 employees.

Having participated in many successful projects, they also had their fair share of projects that fell short of their goals. Projects like that led to a realization that most software development difficulties are caused by ineffective ways people work. That too many promises are made during the sales process. That not enough time is invested in analysis and planning. That clients are not invited to join in these activities enough. All that results in not having clear acceptance criteria and a realistic delivery plan.

How come most of the projects still get completed? Well, people care and work hard. They manage to push through the finish line despite uncertainty and an inefficient process. Yet sometimes, various negative factors collide, and all hell breaks loose. Projects get stuck at 90%. All talks about the completion date become mere speculations.

Standing on the shoulders of giants

Facing the hard truths led to countless evenings spent discussing the problems. It led to studying multiple books on diverse subjects. Most of the needed knowledge already exists. Sometimes we need to admit that there are people more experienced than us. Then we can stand on the shoulders of giants:

  • Eric Evans and domain-driven design can teach us the importance of involving clients in the analysis process and setting up a sustainable software architecture for the long-term.
  • Gojko Adzic and behavior-driven development can show us that automated testing scenarios ensure quality and can also be used to track projects' progress.
  • DevOps movement can train us to write infrastructure as code and handle servers at scale as replaceable cattle rather than capricious pets.
  • Ray Dalio's principles can motivate us to set up processes rather than keep solving the same problems over and over again.
  • Warren Buffett and Charlie Munger can explain the value of integrity and focus on the long-term.

Studies led to tens of thousands of hours spent stress testing the newly obtained knowledge in real-world projects.

Gradually, a realization came that quality is an ongoing process and not a one-time event. All these subjects are interrelated. For example, not talking enough to the client results in miscommunication, which results in unclear goals, which results in inefficiencies. Then comes the time pressure, quality concerns, stressed people, employees leaving the company, etc.

Co-founders have discovered that if you are not content with providing merely a mediocre service to your clients, you have to optimize all of these areas at once or not bother trying at all. Starting with plainly defined company values, genuine interest in employee training, realistic promises to clients, up to the project delivery, and beyond.

Our mission

MeritStory was founded with a vision to make software development less unpredictable and, hopefully, a little more enjoyable for everyone involved. Our mission is to achieve this vision by continuously improving our process, focusing on client experience in all the project stages.

Technology is advancing far too quickly for our story to be complete. You are welcome to join us in our mission to keep up.

Our leadership

Kazimieras Lukauskas
CEO, co-founder

Kazimieras Lukauskas

Since school days, Kazimieras was passionate about technology and how it transforms our daily life. After graduating in Computer Science, he tried himself as a software engineer and then gradually shifted towards managerial-oriented roles.

Having a logistician personality type with a strong analytical background, Kazimieras is always trying to reduce the gap between the ideal and the real world. He calls himself a rational perfectionist who is always looking for balance in life.

Outside of work, Kazimieras is a big fan of motorsports: Formula 1, Kart racing, Sim racing. Moreover, he is a passionate traveler and lover of nature, a healthy lifestyle, and a longevity promoter.

Karolis Petreikis
CTO, co-founder

Karolis Petreikis

Hooked on computers since primary school, Karolis dabbled in various operating systems and programming languages. He settled on a rare combination - Debian Linux and C#. At least for now.

He is an avid non-fiction reader, currently immersed in studying domain-driven design.

Outside of engineering, he enjoys hiking and racing anything he can. That includes skis, rollerblades, karts, and sim racing cars. One day he would like to participate in a real-world endurance race on the Nordschleife circuit.

Our values

We believe that only mutually beneficial relationships last a long time. Adhering to the following values is our recipe for playing long-term games with long-term people.


Integrity is doing what is right, even when it’s not convenient. Always play by the rules, be honest with people, honor commitments, admit when you are wrong.

Meaningful relationships

Treat others the way you would like to be treated yourself - act with kindness, empathy, and respect when dealing with our peers, clients, and partners.

Operational excellence

To stay competitive, one needs to deliver quality work at a reasonable price. Only continuous improvement of our skills and processes will achieve this, as technological advancement turns yesterday’s winners into today’s losers.


Do not merely do your job - make it your mission to see it through. Identify issues before they become obvious and fix them. If you cannot do it yourself, raise the concern with others and make sure it gets addressed.


Each of us knows little in relation to what there is to know. Recognize that you may be wrong and seek to understand different ideas and opinions by asking questions.